Dan Markovitz reveals a common problem that lean programs often face.
Boeing’s Starliner failed an important test flight two weeks ago. It was supposed to rendezvous with the International Space Station, but was unable to reach the correct orbit.
The problem with this engineering marvel? Not the complex aerodynamics, not the critical separation from the Atlas V rocket, not the all-important re-entry heat shield.
No, the problem was with the internal clock. The spacecraft’s internal clock became unsynced with the overall “mission elapsed timing” system, so the Starliner failed to fire its engines at the correct time to reach orbit.
So—a $5 billion project was undone by something that your $10 Casio watch could handle.
Does your lean program face the same problem?
Read the full article, Boeing Starliner Failure: lessons for your lean program, on Dan’s company blog.
Susan Drumm identifies how conflict can achieve greater results when it grows from cognitive diversity and provides a few factors that can help you build a cognitively diverse team.
When you imagine an incredibly effective, successful team meeting, what does it look like?
For some people, it looks like this: One person talking while everyone nods. Someone is taking notes while muttering, ‘Yes, I think so too!’ The leader wraps the meeting by asking, ‘So we’re all in agreement?’ And everyone cheers, ‘Yes!’
Now, I love a smoothly run meeting as much as the next person, but I also know you do not want a completely conflict-free team. It’s not good for your company (or your clients or margins) to be staffed exclusively by people who share the same worldview, the same personality type, or the same approach to business.
In fact, every company would benefit from hiring for cognitive diversity — even if it creates conflict.
Why? Because the conflict that arises from cognitive diversity is good conflict.
It’s conflict that results in better products, happier customers, more effective systems, and fewer missteps.
Points covered in this article include:
-What cognitive diversity is
-Types of conflict that arise from cognitive diversity
-How to make sure you have a cognitively diverse team
Read the full article, Why You Need Cognitive Diversity on Your Team – Even if it Leads to Conflict, on the Meritage website.
Dan Markovitz provides a reality check on the concept of management by walking around (MBWA); how the leaders at organizations embracing lean take a different approach, and why the latter is better than the former.
Theodore Kinni argues in Strategy + Business that leaders must practice management by walking around (MBWA), a concept popularized by Tom Peters and Bob Waterman in their seminal book, In Search of Excellence. That’s the best way for them to stay connected to their businesses and understand what’s really happening with their customers. As Peters puts it, “The real meaning [of MBWA] was that you can’t lead from your office/cubicle.”
I’ve got no problem with the concept—after all, it’s similar to the lean precept of genchi gembutsu, or going to the gemba.
But here’s the problem with MBWA: it’s essentially unstructured.
Read the full article, Please, Not Another Argument for MBWA, on Dan’s website.